Transactionalleaders

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Unformatted text preview: rs ­leaderswhomanagethroughtransactions,usingtheirlegitimate, reward,andcoercivepowerstogivecommandsandexchangerewardsforservicesrendered 27. Level5leadership ­acombinationofstrongprofessionalwill(determination)andhumilitythat buildsenduringgreatness  28. Authenticleadership ­astyleinwhichtheleadersistruetohimselforherselfwhileleading 29. Pseudotranformationalleaders ­leaderswhotalkaboutpositivechangebutallowtheirself ­ interesttotakeprecedenceoverfollowers’needs  30. Servantleader ­aleaderwhoservesothers’needswhilestrengtheningtheorganization 31. Bridgeleaders ­aleaderwhobridgesconflictingvaluesystemsordifferentcultures 32. Sharedleadership ­rotatingleadership,inwhichpeoplerotatethroughtheleadershiprole basedonwhichpersonhasthemostrelevantskillsataparticulartime 33. Lateralleadership ­styleinwhichcolleaguesatthesamehierarchicallevelareinvitedto collaborateandfacilitatejointproblemsolving                         Chapter10  1. Motivation ­forcesthatenergize,direct,andsustainaperson’sefforts  2. Goal ­settingtheory ­amotivationtheorystatingthatpeoplehaveconsciousgoalsthatenergize themanddirecttheirthoughtsandbehaviorstowardaparticularend 3. Stretchgoals ­targetsthatareparticularlydemanding,sometimeseventhoughttobe impossible.  4. Lawofeffect ­alawformulatedbyEdwardThorndikein1911statingthatbehaviorthatis followedbypositiveconsequenceswilllikelyberepeated 5. Reinforces ­positiveconsequencesthatmotivatebehavior 6. Organizationalbehaviormodification(OBMOD) ­theapplicationofreinforcementtheoryin organizationalsettings 7. Positivereinforcement ­applyingconsequencesthatincreasethelikelihoodthatapersonwill repeatthebehaviorthatledtoit 8. Negativereinforcement ­removingorwithholdinganundesirableconsequence. 9. Punishment ­administeringanaversiveconsequence 10. Extinction ­withdrawingorfailingtoprovideareinforcingconsequence  11. Expectancytheory ­atheoryproposingthatpeoplewillbehavebasedontheirperceived likelihoodthattheireffortwillleadtoacertainoutcomeandonhowhighlytheyvaluethat outcome 12. Expectancy ­employees’perceptionofthelikelihoodthattheireffortswillenablethemtoattain theirperformancegoals  13. Instrumentality ­theperceivedlikelihoodthatperformancewillbefollowedbyaparticular outcome 14. Valence ­theval...
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This note was uploaded on 10/03/2013 for the course JMC 3363 taught by Professor Yoon during the Fall '13 term at The University of Oklahoma, Norman Campus.

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